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Presentation CEO Bookclub Group 4 Presentation

Explore strategies from Mandy Coalter's book to create a positive work environment in schools. Learn leadership styles, employee engagement, workforce planning, and talent management. Discover tips for managing workload and promoting staff well-being. Join us on 12th February 2019 to discover practical solutions for recruitment and retention challenges in education.

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Presentation CEO Bookclub Group 4 Presentation

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  1. Presentation CEO Bookclub Group 4 Presentation Lisa Davies, Hannah Gordon, Kerry Brimfield, & Ryan Green 12th February 2019

  2. Talent Architect By Mandy Coalter

  3. How to make your school a great place to work “Talent Architect is a book with a common sense and straightforward approach to one of the most challenging issues facing school leaders at the moment, the recruitment and retention of great staff. This book doesn’t dwell on problems but instead looks at how the culture and leadership of a school can make such a difference.”- Dame Sally Coates

  4. Why should your top priority be making your school a great place to work?

  5. It is no secret that teaching is facing a crisis Recent figuresshow that the number of full-time, qualified teachers starting work in state schools has fallen since 2015 – from 45,450 to 42,430 in 2017. Meanwhile, 42,830 teachers left the classroom for good last year.

  6. “We can’t control a country’s laws, or a country's culture but we can control what goes on within the four walls of our workplace.” - Beth Brooke-Marciniak

  7. What makes a great place to work? Activity: Complete the puzzle to find out what Mandy Coalter believes makes a school a great place to work.

  8. Great place to work

  9. Leadership, Culture and Climate

  10. The standard you walk past is the standard you set.

  11. Culture and Climate In setting the climate of the school, leaders at all levels need to be working hard to engage their staff so they go the extra mile, they should also ensure there is a culture of trust, honesty and open feedback across the organisation.

  12. Culture Climate what you see happening on a daily basis in your school. For example, is there a culture of high expectations from all pupils and staff or is there an underlying assumption that certain groups will not succeed. about how it feels to work in your school or team, including morale, the trust within the team and how appreciated people feel.

  13. Leadership Styles - Daniel Goleman Daniel Goleman has written about 6 different leadership styles. It is really important to understand your own personal dominant leadership style as this self reflection enables you to consider the impact on your culture and climate in your school.

  14. Middle Leaders • Appropriate training and development • Apprenticeship levy to fund leadership development for teachers • Ensure you train middle leaders in basic HR practice • Training on how to run effective meetings • 360 feedback • Coaching and mentoring

  15. Employee Engagement • Alignment- are employees aligned in the leadership of the school and are they clear about the purpose, vision and values? • Involvement- are employees involved in decisions that affect the school and do they have the opportunity to influence these and have a say? • Loyalty- are employees planning to stay at the school? Do they have a career path and a long-term future there? Are employees advocates for the school and would they recommend it as a place to work or to send their own children? Would your employees recommend your school as a place to work? Would they recommend your school to friends and family as a place to send their children?

  16. Workforce Plan Discuss: What does a good workforce plan look like?

  17. Some workforce planning tips… • Looking ahead. A good workforce plan will typically plan or a three to five year cycle and be totally aligned to your school development plan. It will account for your financial forecast, your educational goals and supply and demand such as pupil numbers. • Hard planning. This is essentially about numbers and predicting how many people you will need with what skills. • Soft planning. Thinking about tackling broader issues to address recruitment and retention of staff including how you can identify and develop leadership talent, identifying ‘star’ performers and what will keep them and how flexible working can support staff retention and reduce turnover rates.

  18. A good place to start..

  19. Managing Talent In a school environment there may be different forms of potential talent you are developing including: • Individuals with leadership potential, including middle leaders or middle leaders with potential to be senior leaders • Trainee teachers and NQTs • Experienced teachers in specific subjects or phases who are strong performers in classroom and would be difficult to replace if they eft e.g. maths teacher • Support staff - train to teach, or professional areas such as HR, finance etc

  20. Managing Workload and creating a culture of well-being

  21. Positive pressure and stress

  22. 5 top tips on health & wellbeing strategy - Prof. Sir Cary Cooper Tip 1: Be clear on the purpose Tip 2: Remember wellbeing is cultural Tip 3: Be realistic Tip 4: If you need a strategy write a strategy, not a plan Tip 5: Take good advice

  23. Tackling teacher workload and creating a culture of well-being. • Taking steps to reduce the actual workload overall might be quite limiting • The work doesn’t magically disappear • There is no magic pill • Start putting helping people to cope with workload at the centre rather than the workload itself.

  24. Workload itself Our understanding and expectations of what is required Our relationships with others and the extent to which we can influence around unreasonable demands Feeling of coping with workload How we plan, prioritise and expedite this Our emotional reaction to the pressure How we manage the way workload pressures impact the rest of our lives

  25. Identifying and tackling workload

  26. Managing expectations “Be brave and and make sure you have a grip on this”

  27. Support for you... “Once we reach adulthood, our personalities remain relatively stable. However, our levels of resilience can vary considerably. Fortunately, everyone has the ability to build and maintain their levels of resilience.” https://www.robertsoncooper.com/iresilience

  28. What are the four main pillars for wellbeing? Great place to work

  29. What are the four main pillars for wellbeing? Great place to work Relaxation Sleep Exercise Diet

  30. Employee Engagement • Behaviour is key. • A calm environment is a necessity for people to enjoy their place of work. • Providing support for people with dealing with behaviour. • If behaviour is an issue, this then must be priority above all else. Looking at a school environment will often inform you about the behaviour and standards of a school. What signs might you see which will indicate that behaviour is not of a good standard in a school? Discuss

  31. The standard you walk past is the standard you set.

  32. Great place to work

  33. Talent Architect By Mandy Coalter

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